Creating a successful bid schedule

It’s possible to “wing” a bid if you consider early onset heart palpitations to be an acceptable business expense. If for some reason that isn’t desirable (or you want to win), bid writers should have a properly constructed schedule. You might live to win another bid!

What should the bid schedule account for?

The bid schedule should account for several major elements:

when are activities scheduled?

who is responsible for carrying them out?

which elements of the project are behind schedule or at risk?

It should also provide some flexibility at the end of the project. Submitting a bid is a time consuming and sometimes stressful process – bid portals can be temperamental and each dimension requires checking before the final submission. Time will be required for final proof-reading, formatting, late clarifications and other unexpected issues.

Clear lines of responsibility make it easier for any member of the team to understand where to go for information. At the same time, it also helps to avoid the most frustrating of delays; bid writers inadvertently duplicating each other’s work.

What are your project milestones?

Milestones are significant project events on which to build specific tasks around. Each task and its associated timeline can be tracked by the Project or Bid Manager (who might not be familiar with the specifics of each task). Each milestone is associated with a deliverable which provides evidence that the milestone has been completed.

When choosing your milestones, use the terminology stated in the bid documentation. Milestones should be discussed and signed off at the kick-off meeting by all stakeholders prior to the bid schedule being populated with tasks.

What are your dependencies?

Dependencies are points in the project where a problem with one aspect will affect other areas of the problem. Internal dependencies can be dealt with and identified within the team. External dependencies, out of the bid writer’s control, should be identified when assembling the schedule so that those responsible (a consultancy or accountancy firm, for instance) are aware of their own responsibilities and place in the schedule. Identify ownership of the dependency and place a milestone in the schedule to make it easy to check their status at any time.

How do you know how long things will take?

This is often a matter of experience and process but following these guidelines can help:

build in a contingency for unexpected issues;

set page/word limits. This will allow you to assess writing, assembling and review periods;

agree on style and writing conventions at the earliest opportunity, ideally at the kick-off meeting; and

ensure the bid team has a thorough understanding of the project’s win themes.

In particular, the latter two elements can really speed up the drafting process. Bid writers will have a much easier time writing a draft around themes rather than trying to crowbar them into an existing document.

Remember to plan for time consuming events which may have implications for the project even if no-one is actually working on them (such as acquiring permits or letters of support). Projected dates for acquiring or finishing these matters should be placed into the schedule, especially if they create some kind of chokepoint.

Post project, assess the processes you used and the success of the bid schedule. If it all seems like too much hard work give Win that Bid a call: they’ll be create your bid documentation and can manage the entire process.